Yes2healthcare Ltd Also known as Yes2healthcare Ltd

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. This is the first assessment for this newly registered service. This key question has been rated Good: This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The provider had a vision for how their service was to develop shared through regular communication and staff meetings. Staff told us they escalate any concerns appropriately and that they listen empathetically and offer assurance that action would be taken swiftly when required. The provider also had systems to gather feedback from people using the service, staff and other stakeholders, which we found was generally positive and helped them to monitor and manage the quality-of-service delivery.

The provider understood the context in which they delivered care, treatment and support and embodied the culture and values of their organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The registered manager was visible and led by example. They were aware of the need to monitor the service for any emerging risks to mitigate against any impact on people who received care. Monitoring systems ensured care met the needs of people using the service. Staff were positive about their roles, saying they were well supported by managers who were approachable and supportive. Any potential indications of poor performance were addressed in a swift and appropriate way, through individual meetings where expectations in relation to the role were clearly set out.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff told us they could speak up and voice any concerns and felt confident that any concerns raised would be acted on. People and their relatives told us they were encouraged to share their views and provide feedback about the service. Where negative comments were received the service continued to address them. The provider had systems in place to enable staff to speak up and felt safe doing so. Staff said, “We are encouraged regularly to share feedback and suggestions. Ongoing training and development opportunities are available, and staff are supported to grow in their roles”.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The provider had policies and procedures for inclusion and diversity within the workforce. For example, recognising people’s protected characteristics and ensuring appropriate measures were in place to support these. (Protected characteristics are a set of nine characteristics that are protected by law to prevent discrimination. For example, discrimination based on age, disability, race, religion or belief and sexuality).

The provider had not picked up on the gaps in recruitment that we found on inspection. They did have clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider had systems in place to ensure regular compliance audits were carried out. We reviewed these and found the actions had been addressed by the registered manager to improve the quality of care provided.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. The registered manager and staff understood the importance and benefits of working alongside other professionals to ensure people received consistent and timely care. They demonstrated an open and transparent approach when things went wrong. For example, the provider had completed investigations of accidents or incidents and completed, ‘lessons learned’ reviews to help reduce the likelihood of recurrence. communities

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The provider had a good understanding of how to make improvements happen. They had a continuous improvement plan in place which included measuring outcomes of improvements. The management team used information from audits, complaints, and incidents to improve the service. The managers worked with staff to understand how things went wrong and involved them in finding solutions.